This case study paper has the purpose of showing that both processes of hardwiring and soft wiring together is essential for embedding corporate responsibility across a global organisation to achieve lasting change.
The approach taken in this paper is first to describe the experiences in the Shell Group in terms of tools and approaches. In Shell, governance and business processes are being aligned, “hardwired”, while communications, leadership development programmes and competency frameworks reach the “hearts and minds” of Shell people – “soft wiring”. Informal networks tap into the enthusiasm of people, developing intrinsic motivation. These experiences of Shell are then compared with the sense making model of Cramer et al.
The findings show a high level of alignment.
The practical implication of this finding is that hardwiring and softwiring processes appear to be a vital combination for changing the way business do things.
The value of this paper lies in making the business efforts of embedding corporate responsibility into business practice more effective by focussing on hardwiring and softwiring at the same time.
de Wit, M., Wade, M. and Schouten, E. (2006), "Hardwiring and softwiring corporate responsibility: a vital combination", Corporate Governance, Vol. 6 No. 4, pp. 491-505. https://doi.org/10.1108/14720700610689595
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